Yesterday I had a very interesting telephone call from a friend who outlined some changes he was making to his work team. After an hour of listening to his proposals and the reasons why he was changing people’s work objectives and targets I couldn’t fault his logic.

The research for the “need to change” had taken six months and loads of statistics analysed and, as a result, the proposed alterations in people’s jobs and deliverables were both logical and led by market expectations.

I then asked “So what’s the next step?”
I’ve called a meeting of the team at the start of January and I’m going to tell them”.
“And what do you think their reaction will be?” I asked
“Some will agree and some will hate it…but they’ll just have to do it!“

It took me some time to explain to my friend that whilst he had spent six months of research into generating his ideas he was proposing to give those affected just a few hours to understand the logic and accept it. In fact he was hoping for universal acclamation and presumably “thanks” for his hard work and his proposals.

Too often those that plan team restructure have lived with their thoughts for many months. Their thought have gone through the process of  rejecting some ideas and accepting others to create a logical outcome. When introducing change there needs to be an understanding that those affected will move through similar thought processes and need time to do so.

This is because resistance to change is built into the very structure of most companies.